Navigating the Procurement Obstacle Courseapmpflorida.org/meetings/docs/program-recaps/2018-Goren.pdf · – Presenter at the APMP Conferences 2014 and 2015 – Taught many Capture/Proposal

Navigating the Procurement Obstacle Course

APMP-NCA MID-ATLANTIC

CONFERENCE & EXPO 2015

WATERFORD CONFERENCE CENTER | SPRINGFIELD, VA OCTOBER 22, 2015

Defensive Tactics: Art & Science of Wining the Recompetes

Marina GorenPresident/CEOSmart BD Consulting

Introductions

– Proposal industry thought leader, active APMP member

– Presenter at the APMP Conferences 2014 and 2015– Taught many Capture/Proposal Courses– President & CEO of Smart BD Consulting, Inc. –

BD/Capture/Proposal Development firm in MD/DC/VA area

– Extensive BD, Capture and Proposal experience with a background at IBM, Raytheon, ASRC, SRA International, Dell Government Solutions, SGT and numerous other companies

– Directly responsible for capture of over $4.5B in new business over the course of last eight years

– Was instrumental in growing a company (ASRC Primus) from 2 FTEs to over 1,500 FTEs and over $60M in annual revenues over the course of 5 years

MID-ATLANTIC CONFERENCE & EXPO 2015 2October 22, 2015

Agenda

– Five Reasons Why the Recompetes Are Important– Why are the recompetes hard to win?– Recompete Case Studies and Lessons Learned– Recompete Activities Throughout the Acquisition Lifecycle Documenting Performing RFP Shaping Solution Shaping Proposal Development Start All Over

– Conclusion/Take-Aways


Five Reasons Why the RecompetesAre Important

– Reason #5: Keeping loyal staff

– Reason #4: Maintaining good past performance and qualifications/ capabilities

– Reason #3: Building on successful customer relationships to organically grow the contract


– Reason #2: Sustaining a strong ongoing revenue stream

– Reason #1: If you cannot sustain current contracts – new work will only be replacing lost work and business will not grow overall

Why are the Recompetes Hard to Win?

– Contract Performance Have you delivered on all your promises? Are you doing a good job and does the

customer love you?

– Constant budget pressures How do you lower your price and explain why

you have been charging more previously?

– Perceived Lack of Innovation If it’s a good improvement idea, why have you

not done it yet?

– Tough Competition Do they have reasons to ghost you and how

do you neutralize the competition?


“Success breeds complacency. Complacency breeds failure. Only the paranoid survive.”- Andy Grove

Recompete Case Studies


Case Study 1: a long-term, well-performing incumbent with close customer relationships

– Situation: High-performing, well-liked incumbent Won this contract twice before Great relationship with the customer

– Course of action: Every formal RFP request was granted (i.e. drastic

page count increase) Applied their knowledge of the contract and

customer needs Hired a consultant to “bring it home”


Result: Won without discussions! (best proposal out there by far!)

– Lessons Learned: It’s not only about the customer – it’s also about the

competition Don’t become complacent – even if you are “the

team to beat”

Case Study 2: A high-complexity project with poor performance and little corporate oversight

– Situation: Lower CPARs – repeated in several marking periods Numerous customer complaints – not being addressed Personnel performance problems PM – not well performing and not well liked

– Course of action: Replaced the PM Immediately put a POAM in place to institute now

processes/SOPs Brought in new experts (as Key) Made investments Worked toward an ISO certification


Result: Won!– Lesson Learned: It’s never too late to turn things around There are effective win strategies even for a hard-to-win

recompete bid

Case Study 3: an incumbent loved by the client; excellent performance; medium job complexity

– Situation: Incumbent – loved by the customer PM came from the Government and has close

relationships At Industry Day – made clear to everyone that the

incumbent is performing great and no improvements are necessary

– Course of action: Capitalize on accomplishments Interview technical staff and best capture “as is”,

showing our understanding Scare them of any potential changes (recompete

scare tactics)


Result: Lost! (Outbid on price and Contracts Office made the final decision based on cost)

– Lessons Learned: Know your Gov’t decision makers Don’t underestimate the competition / price

competitively Fight incumbinitis!

Recompete Lifecycle


Appoint SSA; Market Survey/

RFI

Develop Acquisition

StrategyDevelop Draft

RFP

Industry Day/One-on-Ones/Q&As

Refine RFP / Eval. Criteria; Finalize SEB

Answer Questions Evaluate Debrief

Program Planning &

BudgetTransition In

Contract Start Release RFI/Sources

Sought

Release Draft RFP

Release Final RFP

Proposals Due

Contract Award

Federal Government Contract Acquisition Cycle

Performing RFP Shaping Solution Shaping Develop Proposals

Documenting

Contract Recompete Lifecycle Phases

Documenting

Documenting

– Document the Debrief– Archive Proposal and all of the

Capture Artifacts– Collect and store Award

Notification information (e.g. Source Selection Letter)

– Conduct a Lessons Learned session

– Document Technical data during the Phase-In knowledge transfer (e.g. processes, SOPs, tools, etc.)


Evaluate Debrief

Contract Award

Documenting

Proposals Due

Transition In

Contract Start

Transition In

Performing

– Conduct Monthly Program Status reviews

– Perform executive customer visits (at least quarterly)

– Review CPARs evaluation and apply any corrective actions – if necessary

– Validate proposal promises – make sure they are getting implemented


Program Planning &

Budget

Contract Start

Performing

Pre-Draft: RFP Shaping (Defensive Techniques)

– Conduct a thorough online research – what can the competitors see?

– Brief and communicate with staff on the contract

– Execute a thorough customer call plan (voice of the customer)

– Have lunches with team leads (voice of the team)

– Vet any potential teammates– Shape the RFP – Engage a 3rd Party to do a contract

performance evaluation– Plan for contingencies– (i.e. a

change in the acquisition strategy)


Appoint SSA; Market Survey/

RFI

Develop Acquisition

StrategyDevelop Draft

RFP

Release RFI/Sources

Sought

Release Draft RFP

RFP Shaping

Post-Draft: Solution Shaping(Defensive Techniques)

– Continue to execute customer call plan

– Finalize the Team– Neutralize any existing subs

that may compete against you– Start solutioning– Identify Key Personnel,

prepare resumes– Conduct a Black Hat– Continue to Shape the RFP


Industry Day/One-on-Ones/Q&As

Refine RFP / Eval. Criteria; Finalize SEB

Solution Shaping

Release Draft RFP

Release Final RFP

Proposal Development

– Put together a professional proposal team

– Ask strategic questions– Develop the proposal – pair a

proposal expert with a SME -interview

– Show contract evolution: Accomplishments to Date -> Current Efforts -> Future Improvements


Answer Questions

Release Final RFP

Proposals Due

Develop Proposals

Post Award – start all over

– Document the debrief– Archive the RFP documents– Conduct Lessons Learned– Make sure to deliver on

proposal promises!


Evaluate Debrief

Contract Award

Documenting

Proposals Due

Transition In

Contract Start

Transition In

Conclusion/Take Aways

– Turn your own “offensive” capture strategies into “defensive” capture strategies

– First sustain – then expand


– Fight incumbinitis!– Make the recompetes a priority

Thank You!

Marina GorenPresident/CEO, Smart BD Consulting

– Email: [email protected]– Phone: (410) 456-9993– Web: www.smartBDconsulting.com– LinkedIn:

https://www.linkedin.com/pub/marina-goren/0/83a/268

October 22, 2015 MID-ATLANTIC CONFERENCE & EXPO 2015 18

Documents

Navigating the Procurement Obstacle Courseapmpflorida.org/meetings/docs/program-recaps/2018-Goren.pdf · – Presenter at the APMP Conferences 2014 and 2015 – Taught many Capture/Proposal